An Organization must Choose- 4 Steps

Hello Respected Researchers and HR managers, In this section we will discuss about “Steps that organizations must choose“. It is very much important for a Researcher as well as HR Concern person/ manager to know the Steps. If researcher or HR Manager could follow the Points accordingly,it would easier to reach the goal. Let’s have a look…

 

Certainly there is a long standing debate and quite a lot of research on the need for incremental versus transformational change efforts. But the proponents of radical change argue that often, especially given the so-called hypercompetition that we are faced with today, incremental change is worse than no change at all. The organisation might be perpetuating an unworkable, inconsistent, obsolete or antiquated strategy. Hamel makes a number of addition arguments for considering first and second-order change simultaneously:

  1. Innovation creates new wealth: Despite the need for continuous improvement, radical innovation is creating most of the new wealth. Examples include Starbucks (revolutionary new business model, which, despite the fact that it has 4% of Nestle’s revenues, has a market value that is more than 10% of Nestle’s). Dell, Cisco, Microsoft are also industry revolutionaries who saw their share of the market dramatically improve in the 90s while IBM,
  2. It’s not an either/or decision: Organisations need not choose between radical innovation and continuous improvement. It can do both. Cartier, provides luxury goods to a targeted market. It has continued to improve the way it designs, manufactures, and distributes its jewellery (continuous improvement), yet it has also expanded into completely different products that necessitate more radical shifts in strategy and change applications (tobacco, scarves, perfume, leather goods).
  3. Radical innovation is not always riskier than incrementalism: Another myth that exists among management is that radical innovation is always riskier than incrementalism. This assumes that incrementalism is low risk, and that innovation is high risk. We know that incrementalism was enormously risky for IBM, Compaq and Sears.
  4. It’s not about drama: People also tend to believe that radical innovation is about dramatic change – change that always creates new products or new businesses. This is simply not true. Often innovative ideas surround business processes within an organisation that may be radical, but do not change the fundamental business of the organisation.

 

There may be some more documents on Steps that organizations must choose, this article is written by taking the help from Internet and other resources like Books, journals etc.

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